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MAKING THE

CASE FOR

AUTOMATING AP

MEET RYAN NELSON

Goby Co-founder & COO

THE STATE

OF AP

Today the accounts payable process at most

businesses is a hands-on affair

• Invoice arrives in the mail

• Routed internally

• Manually logged

• Filed or archived

• Paid manually

Late Fees

Hours of Manual Work

Billing Errors

Cumbersome

Processes

Tradit ional Invoice Management Process

36%of an AP manager’s time

is spent on transactional

activities rather than

managing, planning,

and analytics

84%of AP personnel time is

spent on activities

considered mundane

27%of AP processing time

is considered waste

-PwC

21%is the amount of available

early-pay discounts

captured by most

companies

78%of AP departments operate in manual

or lightly automated environments

59%of supplier payments

are initiated electronically

—United States Federal Reserve

27%of companies have done

some automation already74%

of the companies

that have done nothing

will start by 2021

58%of AP practitioners expect compliance

to become a bigger burden

over the next 2 years

—IOFM’s 2018 Future of Accounts Payable Study

62%of AP practitioners expect demand

for real-time visibility into AP to

increase in the next 2 years

Controllers rank AP

as the most labor

and time-intensive

finance function

34%of AP leaders believe AP will become more

strategic and an agile business function

—Ardent Partners

Only 13% of senior leaders believe it’s a strategic

partner that adds value

—Institute of Financial Operations

The diffusion of innovation

INNOVATORS

2.5%

EARLY ADOPTERS

13.5%EARLY MAJORITY

34%

LATE MAJORITY

34%

LAGGARDS

15%

HAVE IMPLEMENTED

Innovators &

Early

Adopters

36%

25%

50%

75%

100%

ARE IMPLEMENTING

WITHIN 3 YEARS

PLANNING TO IMPLEMENT

BY 2021

Early

Majority &

Late Majority

31%

Laggards

23%

Innovators &

Early

Adopters

19%

Early

Majority &

Late Majority

19%

Laggards

12%

Innovators &

Early

Adopters

45%

Early

Majority &

Late Majority

35%Laggards

20%

Expectations by companies by level of innovation

THE

FUTURE

MORE TECHNOLOGY

Accounts payable practitioners are

placing their bets on image capture,

intelligent data extraction, mobile,

cloud, and artificial intelligence

—IOFM’s 2018 Future of Accounts Payable Study

THE CHECK WON’T BE IN THE MAIL

Accounts payable departments

expect to make less than half

as many payments to suppliers

via paper check within the

next three years

—IOFM’s 2018 Future of Accounts Payable Study

LESS KEYING AND PAPER PUSHING

51%of accounts payable departments anticipate that

their departments will eliminate most of the paper

invoices it receives from suppliers by 2021

—IOFM’s 2018 Future of Accounts Payable Study

HAVE OR ARE IMPLEMENTING

Innovators & Early Adopters

Nearly 100%

25%

50%

75%

100%

HAVE OR ARE IMPLEMENTING HAVE OR ARE IMPLEMENTING

Early Majority & Late Majority

85%

Laggards

55%

It’s Now 2021

This becomes 100% hands-off

• Invoice arrives in the mail

• Routed internally

• Manually logged

• Filed or archived

• Paid manually

Late Fees

Hours of Manual Work

Billing Errors

Cumbersome

Processes

Tradit ional Invoice Management Process

BETTER STAFF UTILIZATION

In the future, accounts payable staff

will spend less time on transactional

tasks and more time on value-add

activities such as data analysis

and relationship building

MAKE AP

THE HERO

DATA DRIVEN

63%percent of accounts payable practitioners expect

that the use of their department’s data across the

enterprise will increase “slightly” or “significantly”

over the next three years

—IOFM’s 2018 Future of Accounts Payable Study

Show me the money

57%of accounts payable practitioners

expect to capture higher card

rebates as a total percentage of

spend within the next three years

—IOFM’s 2018 Future of Accounts Payable Study

Show me the money

54%of practitioners expect their

organization to capture more

early-payment discounts

—IOFM’s 2018 Future of Accounts Payable Study

MAKING THE BUSINESS

CASE

Save Money & Time

+

Avoid Costs

+

Make Money

= ROI1. governance

2. strategic

3. ROI

Value Prop

How will we save time & money?

• Invoices do not get into the process as quickly as possible

• Errors in keying the invoice data• Lost or misplaced invoices• Long approval and exception resolution cycles• Coding errors• High paper storage and retrieval costs• Delays uploading data on approved invoices

to downstream systems• Difficulty implementing operational best practices

Fix this:

How will we avoid costs?

• Stop paying late fees

• Stop over-paying

• Stop double-paying

• Don’t be defrauded

• Hire less people per invoice as you grow

How will we make money?

• Capture early-pay discounts

• Celebrate cash-back rebates

• Negotiate favorable terms

STEP 1Diagram an overview

of your current process

As-is process...

Invoice Types

Received

Paper

PDF’sSent to

HQ

AP team

Mail

Email

Scanned

& saved

Sent for approval

if required

AP team manually enters

data from invoice & codes

into ERP system

AP Team

manually reviews

invoices for errors

ERP system is used

for invoice payment

Current system does

not incorporate data

analytics

Challenges: Significant manual processing and data coding, manual

integrations, dark data, keeping up with the growth of the company.

Manual comparison review for quality.

Sometime

s sent to

facility

AP makes available

for department heads

Document known challenges

Quantify issues such as:

• Lost invoices and duplicate copies

• Manual data entry

• Matching errors and other invoice exceptions

• Supplier inquiries and escalations

• Duplicate payments

• Late payments

• Missed discounts

STEP 2Measure your performance

Annual invoice

volume

Number of FTEs

(full-time

equivalents)

Value of all other

time spent

Cost per invoice

& cost per FTE

Total accounts

payable cost

STEP 3Benchmark your performance

Cost per invoice

$20.00

$12.50

$11.00

$8.50

$6.00

Low Limited Moderate Significant High

Share of e-invoices received requiring no manual intervention

Low <10%

Limited 10%-29%

Moderate 30%-49%

Significant 50%-80%

High >80%

Level of automation

Invoices per FTE

10,500

14,000 14,500

17,500

19,500

Low Limited Moderate Significant High

Share of e-invoices received requiring no manual intervention

Low <10%

Limited 10%-29%

Moderate 30%-49%

Significant 50%-80%

High >80%

Level of automation

Believe it and sell it!

IDENTIFY KEY

STAKEHOLDERS

AP Team

CIOController

CFO

ProcurementTreasury

ENGAGING

STAKEHOLDERSImplementation

Tips

Establish status

sharing norms and

involvement

expectations for

senior stakeholders

Do not underestimate

change management

Find a good solution /

implementer

Mobile ready

CX focused

Cloud based

How to identify a good solution?

Process Design Phased Rollout

Go-Live & Hyper-Care

Project

Milestones

Testing

Sign-Off

EXPECTED

OUTCOME

Best-in-Class AP Departments

• Have cut invoice processing times in half

• Have reduced per invoice cost by 50% or more

• Process 3 times more invoices per FTE

• Earn some cash-back rebate on 30% of spend

• Capture 7 times more early pay discounts

• Increase DPO without changing payment terms

• Make most of their payments electronically

Expect payback period of

9 to 15 months on

AP automation

investments

Continuous Improvement

• Maintain easily accessible audit trails

• Improve position in supplier negotiations

• Offer incredible reporting across the company

Compliance risks

are mitigated

Strategic

A well designed big data strategy is associated with

strong financial performance

* The Economist Intelligence Unit

SuccessA best-in-class AP department with

inspired people ready for scale and

being celebrated for their passionate

corporate citizenship and value impact

on the company

www.gobyinc.com

Goby

Ryan Nelson

rnelson@gobyinc.com

https://www.linkedin.com/in/gobyryannelson/

Q & A

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A Few Final Items

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